August 4, 2011

1. Business Alignment & Growth
TECNA Conference - Atlanta
Marty Gupta
August 4, 2011

2. The Growth Challenge The Holy Grail
● Sustained growth is an elusive goal
● Only 20% of large companies grow consistently through both
economic expansions and contractions
● Only 5% of large companies achieve sustained growth by organic
means
● Those that do, average 10x greater financial return (than S&P500)
Growth leaders are better skilled in managing
risk, so they take more risk

3. The Strategy/Execution Divide
Two commonly experienced problems:
Uninspired Strategy Disappointing Execution
● Ideas aren’t big enough ● Results underperform plan
● Risk-averse culture ● Uncertainty not managed
● Annual event, static process ● Execution follows strategy
Strategy and execution are inextricably linked.
They need to be managed as one continuous process.

4. Growth Strategy
Growth Leaders Alignment
● The best companies have better alignment between strategy and
execution, senior leaders and project teams
● The best companies take more risk because they are better at
managing risk

5. Aligning Strategy & Execution Project Acceleration
Finance
Mktg.
Other
Sales
Ops.
R&D
Senior
Leaders
Strategic Assumptions
Vertical Alignment
CAP provides
Functional
a common Leaders
language
Project
Leaders
Execution Assumptions
Cross-functional Alignment

6. TECNA Survey 15 Respondents
TECNA Mission Trade Group for Technology Councils and their members
● 1. TECNA’s primary role is to provide a platform for ● 11. We need to reach out and recruit more technology
exchanging information, best practices and peer-to-peer associations
networking for leaders of technology councils in North ● 12. TECNA has the potential to facilitate the development
America (i.e. we act as the professional development of new technology associations
organization for technology council leaders) ● 13. TECNA has opportunity to leverage its buying power to
● 2. TECNA’s second role is as a trade group for technology offer benefits to members (i.e. health insurance, business
community membership organizations – bringing together 40 services)
distinct organizations with 20,000 technology companies as ● 14. TECNA should explore ways to harness the cumulative
members power of its 40 technology association members and their
● 3. Finally, TECNA has a role in Washington and Ottawa to 20,000 member companies (i.e., surveys, policy questions,
promote economic development through the support of etc.)
specific initiatives and regional institutions
Professional Development Organization for Technology Councils Economic Development
● 4. Peer-to-peer networking is the single most beneficial ● 15. TECNA does not currently have the brand, consensus-
activity for TECNA members making capability or government know-how to drive a policy
● 5. TECNA conferences are best when we manage them agenda so partners with national organizations (i.e.
ourselves TechAmerica, CompTIA)
● 6. I’d like to learn more about the host organization and ● 16. The policy agenda should be ala carte, that is, TECNA
region members should have the option to sign up for specific
● 7. I would appreciate more communications between policy initiatives
conferences
● 8. The annual conferences would be improved by offering TECNA Initiatives
two tracks – one for larger, established technology councils ● 17. TECNA should focus on only 2 or 3 key initiatives in the
and one for smaller, newer technology councils – in addition next year
to general sessions
● 18. Executive committee selection and assignment process
● 9. TECNA should offer smaller regional meetings between needs to be improved
conferences
● 19. Resources should be allocated to recruiting new
● 10. Sharing of best practices is valuable but too casual – technology council members
TECNA has a real opportunity to provide a resource library of
information

7. Assumption Averages TECNA Survey
5.00
4.50
4.00
3.50
3.00
2.50

8. Assumption Variance TECNA Survey
2.00
1.50
1.00
0.50
0.00

9. Averages by Respondent TECNA Survey
4.60
4.40
4.20
4.00
3.80
3.60
3.40
3.20
3.00

10. Assumption Averages & Variance TECNA Survey
5.00
Info exchange role
Peer networking
4.50
Trade group role
Harness members Econ dev role
2 or 3 initiatives Buying power
Average
4.00
Recruitment Communications
Recruit Resource library
resources Self managed conf Policy partnerships
3.50
3.00
Ala carte policies
Two-track conf
2.50
0.00 0.50 1.00 1.50 2.00
Variance

11. Summary of Findings TECNA Survey
● TECNA’s role in exchanging information, benchmarks and peer-to-peer
networking has highest level of agreement
• Peer-to-peer networking
● Strong agreement on TECNA’s role as trade group
• Harness the power of 20,000 member organizations
• Explore buying power
● Agreement that TECNA should have an economic development role but
some disagreement on how that should be achieved
• Role of policy partners
● Focus on 2 or 3 initiatives

12. Contact Information
Marty Gupta
Managing Director
770-729-9027
mgupta@CAPconsultants.com
www.CAPconsultants.com